The document describes Skillset, a tool for matching people to jobs based on their skills. It aims to develop a job skills inventory that allows employees to self-report their skill levels, which can then be verified by managers. Task leads can post job profiles listing required skills, and employees and task leads can search for matches. The goal is to more easily connect people to project work based on their education and skills. Adoption, content quality, integration with business practices, and transition to other organizations will influence the success of Skillset.
http://www.empowering-leaders.com
This unique Talent Management System helps companies increase revenues by 20%, Profit margins by 50% and reduce Admin expenses by 4%.
In a summary, this short presentation is about the NEW role of HR and how to manage Talent while cutting complexity.
Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:
“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”
- Silzer and Dowell
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
The purpose of this webinar is to help understand how Oracle Talent Management can help organizations in identifying, developing, evaluating & retaining its employees, ensure the standard maintenance procedures, define performance measurement systems and how to use cascading of objectives
http://www.empowering-leaders.com
This unique Talent Management System helps companies increase revenues by 20%, Profit margins by 50% and reduce Admin expenses by 4%.
In a summary, this short presentation is about the NEW role of HR and how to manage Talent while cutting complexity.
Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:
“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”
- Silzer and Dowell
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
The purpose of this webinar is to help understand how Oracle Talent Management can help organizations in identifying, developing, evaluating & retaining its employees, ensure the standard maintenance procedures, define performance measurement systems and how to use cascading of objectives
Making the Cut: A Review of Open Talent Analytics Job PostingsAndrea Kropp
A systematic analysis of Talent Analytics position descriptions aimed at revealing the backgrounds, skills, competencies and responsibilities most central to the role and how some requisitions stand apart from the crowd.
In this file, you can ref useful information about meaning of performance appraisal such as meaning of performance appraisal methods, meaning of performance appraisal tips, meaning of performance appraisal forms, meaning of performance appraisal phrases … If you need more assistant for meaning of performance appraisal, please leave your comment at the end of file.
Competency model development: A study of conceptual frameworkinventionjournals
Adjustment between employer with optimum occupation is not easy when jobs are likely to be complicated. This research shows that the more complex the work, the more difficult to identify the most important tasks and competencies associated with successful. Therefore, competency system is necessarily applied to determines the success or failure of the management functions implementation which strictly depend on the quality of human resources.
College of Administrative and Financial SciencesAssign.docxmccormicknadine86
College of Administrative and Financial Sciences
Assignment 3- Strategic Management
(MGT 401)
Course Name: Strategic Management
Student’s Name:
Course Code: MGT 401
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions for the three assignments – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
· Students must mention question number clearly in their answer.
· Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Assignment 3:
Part 3 of project & Discussion Questions
Learning outcomes:
1. Understand issues related to strategic competitive advantage in diversified organizations (Lo 2.2)
2. Gain insights into the strategy-making processes of different types of organizations ( Lo 1.7)
3. Identify appropriate strategies for different situations (Lo 3.1).
This assignment 3 includes two independent sections: section 1-complement of project & section 2- discussion questions.
Section 1 = Part 3 of project
Questions
Consider the same company ‘X’ that you have already used in assignment 1& 2 and answer the following questions.
1. Evaluate the performance of the main activity of your selected company (performance of principal product/service). What type(s) of criteria do you use to evaluate this performance?
2. What type(s) of control of employees and production processes is/are used by your selected company?
3. How does the corporation manage the environmental risks?
4. Evaluate the competitive advantage of the corporation on its market. Suggest some recommendations for the managers of your selected company to improve this competitive advantage.
End of the project
Section 2 = Discussion Questions.
Questions
Discuss the following questions:
1. Is the evaluation and control process appropriate for a corporation that emphasizes creativity? Are control and creativity compatible? Explain. - Max 300 words
2. How can corporate culture be changed? Give examples. Max 250 words
3. How is the cellular/modular structure different from the network structure? Give at least three differences. – Max 200 words
Answers:
PUBLIC
PUBLIC
PUBLIC
Weekly Lecture
Week 2 will focus on several is ...
Workday Talent and Performance gives you detailed insight into your workforce to drive organizational growth.
• Tap into the power of your workforce: Use employee data—such as performance, skills, and career interests—to realize the full potential of your organization and your people.
• Lead change: Understand your workers’ skills and capabilities, and inform global talent planning to achieve strategic business objectives.
• Develop your workforce: Fill gaps with top internal, external, and
contingent candidates. Easily assess individuals, recruit, and take
action—all from your browser or mobile device.
• Engage your people: Provide continuous and periodic feedback as well as regular check-ins to drive engagement and enhance the strength of your workforce.
PeopleBlox is a young HR Tech startup based out of Pune, India. We believe in building products that make a dent in the universe! At our Baner office, you’ll find young interns fresh out of Pune’s top engineering colleges working side-by-side with gray haired veterans who’ve formed and successfully run businesses. But the one thing that’s common to us all is - the desire to build the best talent engineering product in the world!
Making the Cut: A Review of Open Talent Analytics Job PostingsAndrea Kropp
A systematic analysis of Talent Analytics position descriptions aimed at revealing the backgrounds, skills, competencies and responsibilities most central to the role and how some requisitions stand apart from the crowd.
In this file, you can ref useful information about meaning of performance appraisal such as meaning of performance appraisal methods, meaning of performance appraisal tips, meaning of performance appraisal forms, meaning of performance appraisal phrases … If you need more assistant for meaning of performance appraisal, please leave your comment at the end of file.
Competency model development: A study of conceptual frameworkinventionjournals
Adjustment between employer with optimum occupation is not easy when jobs are likely to be complicated. This research shows that the more complex the work, the more difficult to identify the most important tasks and competencies associated with successful. Therefore, competency system is necessarily applied to determines the success or failure of the management functions implementation which strictly depend on the quality of human resources.
College of Administrative and Financial SciencesAssign.docxmccormicknadine86
College of Administrative and Financial Sciences
Assignment 3- Strategic Management
(MGT 401)
Course Name: Strategic Management
Student’s Name:
Course Code: MGT 401
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions for the three assignments – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
· Students must mention question number clearly in their answer.
· Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Assignment 3:
Part 3 of project & Discussion Questions
Learning outcomes:
1. Understand issues related to strategic competitive advantage in diversified organizations (Lo 2.2)
2. Gain insights into the strategy-making processes of different types of organizations ( Lo 1.7)
3. Identify appropriate strategies for different situations (Lo 3.1).
This assignment 3 includes two independent sections: section 1-complement of project & section 2- discussion questions.
Section 1 = Part 3 of project
Questions
Consider the same company ‘X’ that you have already used in assignment 1& 2 and answer the following questions.
1. Evaluate the performance of the main activity of your selected company (performance of principal product/service). What type(s) of criteria do you use to evaluate this performance?
2. What type(s) of control of employees and production processes is/are used by your selected company?
3. How does the corporation manage the environmental risks?
4. Evaluate the competitive advantage of the corporation on its market. Suggest some recommendations for the managers of your selected company to improve this competitive advantage.
End of the project
Section 2 = Discussion Questions.
Questions
Discuss the following questions:
1. Is the evaluation and control process appropriate for a corporation that emphasizes creativity? Are control and creativity compatible? Explain. - Max 300 words
2. How can corporate culture be changed? Give examples. Max 250 words
3. How is the cellular/modular structure different from the network structure? Give at least three differences. – Max 200 words
Answers:
PUBLIC
PUBLIC
PUBLIC
Weekly Lecture
Week 2 will focus on several is ...
Workday Talent and Performance gives you detailed insight into your workforce to drive organizational growth.
• Tap into the power of your workforce: Use employee data—such as performance, skills, and career interests—to realize the full potential of your organization and your people.
• Lead change: Understand your workers’ skills and capabilities, and inform global talent planning to achieve strategic business objectives.
• Develop your workforce: Fill gaps with top internal, external, and
contingent candidates. Easily assess individuals, recruit, and take
action—all from your browser or mobile device.
• Engage your people: Provide continuous and periodic feedback as well as regular check-ins to drive engagement and enhance the strength of your workforce.
PeopleBlox is a young HR Tech startup based out of Pune, India. We believe in building products that make a dent in the universe! At our Baner office, you’ll find young interns fresh out of Pune’s top engineering colleges working side-by-side with gray haired veterans who’ve formed and successfully run businesses. But the one thing that’s common to us all is - the desire to build the best talent engineering product in the world!
Charla Long's presentation on how Lipscomb University has been using badges to reimagine credentialing and prior learning assessment for their liberal arts college.
Call notes: http://bit.ly/CCSept17
Mozilla Open Badges 101: Jan. 29 webinarOpen Badges
Open Badges Webinar Series
Mozilla Open Badges 101: Digging Into Badges
Click to watch on YouTube: http://youtu.be/Zdv6R2BiYq4
Mozilla's Open Badges is a new system for credentialing and accreditation that makes it possible for learners everywhere to get recognition for lifelong learning of all kinds through digital badges, and then collect and share those badges across the Web for real results like jobs. But what does this mean for your organization? And how do you get started?
Join Mozilla's Marketing + Community Strategy Lead, Megan Cole, for this one-hour webinar, in which she will walk you through the foundation of Open Badges. If you're new to Open Badges, or have a basic understanding but want to go deeper, this webinar is for you!
Check out Open Badges 201: Badge System Design & Technical Overview, here: http://www.youtube.com/watch?v=VQIgrUtLOv4&feature=youtu.be
@OpenBadges
#OpenBadges
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Skillset Talent Management System [Dec. 3 Community Call]
1. Skillset
A tool for finding people to do a job
Jeff Colombe, Ph.D.
Emerging Technologies Department
Presentation to Open Badges Alliance
Wednesday, December 3, 2014
1
2. Strategy: Develop a job skills inventory and use it to match people to job roles
Open Badges has largely emphasized education and skill development.
Skillset is focused on the downstream concerns of employment, primarily finding people
for project work based on their education and skills.
This information can be useful in other ways. Corporate management can do gap
analysis and planning for workforce development and hiring on the basis of specific
skills. Education and professional development resources can be identified on a skill
basis and justified on a demonstrated need basis.
‘Matrixed’ employment: the wave of the future? Cross-organization, hourly billing to
charge numbers, management of conflicts of interest, who pays benefits…complicated
space with potentially high payoff beyond single-boss hierarchical model of
employment.
2
3. Strategy: Develop a job skills inventory and use it to match people to job roles
Finding good people to work on a project is unnecessarily difficult, due to impoverished
and faulty communication channels (modesty, desire to promote self or others, word
of mouth, limited searchable data).
We are developing a digital job skills inventory relevant to MITRE that can be used to
match the right people to the right work. Some of this content will come from
professionally curated sources (e.g., ACM), and some will be crowd-sourced by the
user community.
Employees can fill out a profile in which they self-report their levels of skill in a wide
variety of domains. Broad categories include practical skills, subject matter expertise,
organizational/interpersonal skills, and preferred working styles.
An employee's self-reports of skill levels can be voluntarily verified by managers, task
leads, and others. Credentials are used to distinguish the type of authority in
verification.
Task leads can post profiles of the skills needed for a job role, and both employees and
task leads can search and rank from jobs to people and vice versa.
3
4. Strategy: Develop a job skills inventory and use it to match people to job roles
Factors involved in the success of this effort include:
1. Adoption. We will investigate the problem of adoption by the user
community. Factors include effective user interfaces and effectiveness of search, and
psychological incentives such as desire for professional success and advancement. Social
bootstrapping will likely be a factor.
2. Quality of content. We would like for the user community to contribute to the skill
inventory, and for the community to 'cleanse' and select the best of these contributions
through usage and ratings.
3. Incorporation of Skillset into business practices. HR and legal issues, and corporate
culture are factors (*see next slide, for example).
4. Transition of Skillset to government organizations and the commercial
space. Exploring export of Skillset concepts, data, methods, practices, and software to
government organizations, as a plug-in module for enterprise HR software, and as a Web
service for talent management in the global economy.
4
5. Strategy: Develop a job skills inventory and use it to match people to job roles
Skillset is NOT for:
Employee performance review
Laddering
Promotion
Raises
These purposes require
confidentiality
Skillset is for:
Finding work you want
Finding the help you need
Support for professional
development
Improved planning and gap analysis
for management
These purposes require sharing
some information
5
6. Skillset concept: Use a crowd-sourced skill inventory to match people to work
Job role profiles Employee profiles
Comparison and ranking
Skill inventory
Finding desirable work Finding desirable workers
User-contributed content
and quality control
Project
lead
Curated content and administration
Interactive visualization of skill distribution
in organizations for gap analysis and
workforce development planning
Topic-mapped links to professional
development resources (education,
training, testing, accreditation, etc.)
User-contributed content
and quality control
Third-party
verifications
Employee
6
7. Skillset concept: Use a crowd-sourced skill inventory to match people to work
Employee profiles
Comparison and ranking
Skill inventory
Finding desirable workers Finding desirable work
User-contributed content
and quality control
Project
lead
Curated content and administration
Interactive visualization of skill distribution
in organizations for gap analysis and
workforce development planning
Topic-mapped links to professional
development resources (education,
training, testing, accreditation, etc.)
User-contributed content
and quality control
Third-party
verifications
Employee
Verifications for Collaborative interaction
Sam Roudebush
10/11/2013
Nicole Shaffer
10/11/2013
Mike Phelan
10/11/2013
Jared Alexander
10/11/2013
Job role profiles
7
12. User suggestion: Reorganize these views to see several people at once,
with line-by-line comparisons of job role profile skills and employee skills
12
Since job role profile skills are probably few in number, make skills the
columns and profiles the rows?
Alternate strategy: Use arrows to rapidly flip among ranked employees
19. Recommendations from user engagement (1 of 2)
- Show a score (visually and numerically) for ranked hits
- If I see a skill in someone else’s profile that I want to add to my own, allow me to click
on it and self-report
- Preserve my personal state of the skill tree when navigating in and out of it
- Allow rapid comparison between employees and job roles, preserving line-by-line skill
comparisons
- Upward aggregation of self-reported skills in profiles is essential for matching
(granularity issue)
- Idea that project leads will be the key adopters (the market depends on
opportunities), make it easy for them to adopt
- Handle cross-listed topics (some appear more than once…unify?)
- Users might sign up for automatic notifications of job roles or professional
development opportunities (e.g., MITRE Institute) based on advertised levels of skill
and interest
- Automatic verifications from MITRE Institute course completion and other
professional development achievements?
- Who viewed my profile?
19
20. Recommendations from user engagement (2 of 2)
- Create MITRE Institute or other professional development opportunities based on
advertised levels of skill, interest, and needs defined in job role profiles?
- “Job Fair” partnership with colleges, etc., using Skillset to identify skills and interests
of candidate interns?
- Automatically populate review / ”End-of-year” conversations with Skillset content?
- Possibility of “private” verifications for use in such conversations
- On skill topic pages, show links to cross-referenced or clustered similar skills that
might be of interest, as an aid in navigation to useful topics
- Show employee availability (from enterprise HR software), distinct from “interest”
- Filter returns by professional level or job title (proxy for cost)
- Verifications could create awkward social situations (why didn’t they verify me? …or if
I can see who else they verified, again, why didn’t they verify me?)
20
22. GUI mockup: Request or offer skill verifications
Request verification
Volunteer or update a verification
Request verification for skill:
"Cross-platform whiteboarding"
Type names of people:
Message (click to edit):
Jeff Colombe has requested that you supply a verification
for one or more self-reported skill levels.
Please visit the link here to browse these requests.
A single notification e-mail with all your requests to each
individual will be sent automatically.
Done
When an employee is browsing their own profile:
When an employee is browsing another's profile:
Volunteer verification for skill:
"Cross-platform whiteboarding"
Employee self-report
S I have been or am now their project lead
Expert
I am this employee's (check single most relevant, or none):
S Direct supervisor (S former)
S Assistant department head (S former)
S Department head (S former)
S Technical director (S former)
S Corporate management (S former)
If no above boxes are checked, you will be a "peer"
Verify
Browse popup with prefiltered project numbers
22
23. What is verification?
Verification is a voluntary public act of agreeing with what an employee has voluntarily
said about themselves.
It is emphatically NOT a rating, endorsement, validation, or evaluation. It does not carry
value judgment, only 'truthiness'. I cannot publicly indicate that I think your self-reported
skill level should be changed to something else…but we could have a private
conversation about it if you want me to verify you.
Verifications may stay in the system until the person who gave them decides to delete
them, or until the recipient deletes them.
They may stay in the system even after an employee has changed job roles in the
company (e.g., no longer my DH), or even if they leave the company.
If I have changed my self-rating, an outdated verification will stick around but its text will
be greyed out. No longer 'fresh produce'.
23
24. What is verification?
Verification is not considered necessary for an employee's self-reported skill level to be
valid or truthful.
It is merely meant to be helpful in informing strangers about what you are good at.
Social engineering: don't let people get too worked up about whether they do or don't
have verifications.
Rare skills may be difficult to verify by those who don't have them.
Also, people in line to verify you regularly have to judge the capabilities of others that
they themselves do not possess. This is why in-person discussions are critical!
24